Leading Effective TeamsOn August 29, 2019 by Raul Dinwiddie
>>JOAN STROHAUER: Welcome to Virtual Training Center. This is Joan Strohauer with Statewide Learning and Performance Management. Our presentation today is Leading Effective Teams. Our presenter is John Goldberg, Training Officer with the State of California. Now Iíd like to introduce our presenter, John Goldberg. John has over twenty years of experience as a trainer in public and private organizations. He has served as the Manager of Organization Development for a Fortune 500 company. In that role, John taught supervision skills to management teams in five countries and the hundreds of supervisors in Panama. He also facilitated organizational change implementation processes for management teams in three countries. John has led teams of community organizers and trainers. He is currently a training officer with the State of California and has a Masterís of Business Administration and Organizational Behavior from the Weatherhead School of Management at Case Western Reserve University. Iíd also like to add a personal note that John has been a leader in building collaborative relationships and modeling the sharing of training resources throughout the state. So will you join me in welcoming John.>>JOHN GOLDBERG: Thank you very much, Joan. Is my audio on? Welcome to the Leading Effective Teams webinars. Iíd like to talk first of all about the objectives of the webinar. They include helping team leaders and team members learn how to better communicate, manage conflict, know when to escalate issues, create respect, celebrate success and support performance. Before we get into the content of the webinar, Iíd like to talk a little bit about some action items that you can take both during and after the webinar. Iíd like to ask you to get a piece of paper and a pen and then later on when we go through those six objectives, what Iíd like you to do is to write down one action item per objective. The writing part will be right ñ will be later, but I do want to ask you to get a pen and a piece of paper right now. Iíd also like to talk a little bit about the benefits of this webinar. First of all, for supervisors, the benefits can include increased team performance of your team and also it can help with succession planning by building the skills of future leaders for the organization. Another benefit here is for employees and that includes being seen as a leader. Now if you start using some of these skills that we talked about, you are more likely to be seen as a leader and that can help you with your career development opportunities. Iíd like to talk a little bit about some resources that are available to you. Most of the content in this webinar comes from the State of Californiaís Leadership Competency Model and in that model there are also some competency development guides. One of those specifically has to do with team leadership. So Iím ñ what Iím going to do is shift over to sharing the desktop, and what Iíll do now is go over to the Department of Personnel Administrationís website and there you can see thereís a tab called Training near the top. You click on that and see down below thereís a set of Leadership Competency Development Guides. If you click there, then youíll get into the different guides and one of them, as you can see, is Team Leadership. Iím going to click on that ñ well, actually switch over to it because it takes a little bit of time to load. Oh, loaded right away. Thatís great. Okay. So first of all, the Leadership Competency Development Guide, it talks about behavioral indicators. Weíll talk about these a little more later, but basically some of the behaviors that team leaders need to engage in are starting routine structure, organizing, leading and facilitating team activities, promoting team cooperation and encouraging participation. And those are right here near the top of this guy. So there are some things that you can do to develop and practice this competency, thereís ways you can learn from others and thereís also sample development goals. Weíre not going to go into all those in detail, but I do want to let you know that theyíre here. Down below this you can see that there is not just that section, the definition, the behavioral indicator development activities, but there are also quite a number of academic journals and books. These are available from the State Library. Some are online and then some you can check out. There are also videos and podcasts and the videos, you know, some are online and some you can check out. There are courses of online courses and classroom courses. This webinar will be posted soon on the site and there are lots of other resources. So what Iíd like to do now in just a moment is go through the guide and show you some of the most important sections. So first of all, here are the academic journals and books both online and available for checkout. Most of this is from the California State Library, and through the California State Library, you can get the Safari online books. Letís take a moment and get on to Safari Online Books and see what we can see. So here we have a ten-minute guide to getting organized. Performance appraisal, thatís related to what weíre doing, conducting a job interview. So these are some things that supervisors and other team leaders can use to do this, and not only the ten-minute guide but lots of other things. In a moment, weíll take a look at one of those in particular. So hereís some videos on team leadership courses both online and instructor-led. This webinar will be posted on this site soon, as I mentioned, and there are other links such as Harvard Business Review, Frontline Leadership, New York Times Corner Office and some other resources there.So letís go into some of the journals. You can see the things on Appreciative Facilitation Based on Practical Rule of Thumb, Building and Managing Effective Project Team. Thereís lots of articles here from journals that can be of help to you. Weíll just scroll through those for a moment. Team Leadership, Thinking Outside the Team, Workforce Management and now here we have a list of videos that are available from the State Library. For example, Building Effective Teams, The Five Dysfunctions of a Team which is quite a popular book these days. Sorry, did I say videos? These are the books. Team Handbook, 25 Activities for Developing Team Leaders, lots of great activities there in these books that can be helpful to you. And hereís some books online. So letís take for example the Pfeiffer Book of Team-Building Tools. Click on that and as you can see, here is the book itself and weíll see how long it takes to start reading. If it takes too long, weíll go back. And there it is right there. But you have to log in to Safari. Let me go back to the Leadership Develop Guide again and weíll skip down from the books online, Some Team Roles at Work, Why Teams Win, Eight Keys to Success and then hereís some information. If you have difficulty getting into Safari, thereís some information here that can help you do that. Okay, now weíre getting to the video section and thereís some called After All Youíre Their Supervisor, Basic Dislocation, these are available from the State Library; Building Successful Teams, Managing from the Heart, Making Teamwork Work. So quite a number of videos that can be helpful to you. Supervisors Build In Action, Teambuilding, a lot of videos available to help you do that. There are also some videos available online from the Association of California State Supervisors. Podcasts, online courses, thereís Californiaís Virtual Campus. This is a tremendous resource. This is all ñ or almost all the colleges and universities in the state of California, public and private, and all their online courses. So you can go in there and anywhere you are in the state, try – you can take a course from any other college or university in the state anywhere in the state, very useful resource there. And then here are some specific colleges and universities and other entities that you can take courses from. Thereís quite a number in Sacramento. Thereís also the Center for Organizational Effectiveness in San Diego and, as I said, quite a number of them here in Sacramento and the State Personnel Board. So those are resources that are available to you in this development guide. What weíre going to do is move back now to content of the presentation and move on to the next slide. So here we have some key leadership behaviors. I mentioned these before, but I want to talk about them again for just a moment. So these two, Setting Team Structure and Organizing, Leading and Facilitating Team Activities, thatís what the team leader does in relation to the team. But there are other things the team leader needs to do that have to do with the internal functioning of the team and that is promoting team cooperation, encouraging participation. Now thereís a lot of skills that a team leader needs to do those things, but weíre just going to focus on six today, some of the key skills that they communicate, manage conflict, know when to escalate issues, respect, celebrate success and support performance. And the way I see this is itís all about communication. You communicate when youíre managing conflict, when youíre escalating issues, when youíre being respectful, when youíre celebrating success, and the purpose of all of this is to support performance. So letís go ahead with the first skill and thatís the skill of communicating. So hereís some tips for how a team leader can be an effective communicator. First of all, you want to explain your intentions. You know, not only say what you want to say but you say why youíre saying it. Say what you mean. Donít beat around the bush. Donít ñ you know, donít lie about things obviously. Say what you mean. Another key is listening for intent. So this is an interesting point because communicating is not only saying, itís also listening. So when members of the team talk to the team leader, the team leader needs to listen and try to understand whatís the intent of those who are communicating with him or her. And then finally if the team leader has any assumptions about what other people mean, itís good to check out those assumptions. So what Iíd like to do is give you a scenario ñ will be here, be a little scenario and then weíre going to do a poll about it. So hereís the scenario. Chris shared some information with Pat, a colleague. Patís supervisor wrote the following email message to Chris. ìWhile I appreciate that you were working hard on researching information, I would better appreciate it if you would communicate with me before assigning Pat work to review. Pat is new and not qualified to review and provide feedback about the information you keep sending. If you would like to meet and discuss some of these topics, I am happy to make time to do so. Please check with me in the future before assigning work to the staff. Thank you in advance for your attention and cooperation.î So what weíre going to do now is go over to the poll, poll number one, and weíre going to ask you the question, is this email message a good example of effective team leadership? So if you think yes, click yes. If you think no, click no. So about two-thirds of the participants have voted and what we see is that about close to 70% say this is not an effective way to communicate as a team leader and close to 30% say no ñ Iím sorry, say yes. Okay, so letís talk about why we might see it as yes or why we might see it as no, because obviously thereís always two perspectives we can take a look at. On the one hand, and this would fit with the No category, Chris might wonder what was wrong with sharing information. And on the other hand, the supervisor might have been concerned about Pat getting overloaded with information. So letís go back to the slide show and now I want to move on and ask you a poll question about your team. The poll question, Communication in my team is very good and this and the rest of the polls will all have the same answer sets. You can answer strongly agree, agree, disagree or strongly disagree. Letís go over to the poll, poll number two. Team communication in my team is very good. So please vote whether you strongly agree, agree, disagree or strongly agree ñ disagree, Iím sorry. So most of the people voted, and what we see is that the majority agree that team communication in their team is very good. A significant minority disagree, but very few people strongly agree or strongly disagree. So thereís always room for improvement. So what Iíd like to do is go back to the slide show now, go to the next slide and ask you to write down ñ remember, I asked you to get a pen and paper ñ this is the first one I want to write, to actually write them down about. Write one action item for how your team could improve its communication and Iíll give you just a moment to go ahead and do that. So in addition to what you wrote down, what Iíd like to point out is a suggestion and that is you can read part one of the Pfeiffer Book of Successful Communication Skill-Building Tools. And you can find that at the State Library or another log-in which is just a larger version of that book called the Pfeiffer Classic Activities for Personal Communication. There you can read part one of the Pfeiffer Book of Successful Communication Skill-Building Tools as a way to improve communication in your team.Okay, letís go on now to the second skill and thatís resolving and managing conflict. And I mention both of those because clearly it would be preferable to resolve a conflict, but if you canít, then you need to figure out a way to manage ñ and weíre going to be talking about both of these at the same time. So some things you can do to resolve or manage a conflict are to agree on the problem, increase the alternatives available to the parties to resolve that problem and then finally get the members of the team interacting and involved in solving the problem. And Iíd like to give you an example. Joan mentioned that I worked as Manager of Organizational Development for a Fortune 500 company. I just want to share with you an example from that experience. So I was a member of my former companyís corporate responsibility steering committee. We couldnít agree on the wording of the new code of conduct we were writing. And the code was to include such things as our policies on disciplinary practices, discrimination, health and safety, et cetera. I suggested that we incorporate language from an internationally-recognized code from outside our company and as a group we studied several such codes and chose the one that had the highest credibility and broader acceptance. So in my mind, this is a way to agree on the problem that we were stuck on the wording, increase alternatives, and that way by looking at other codes, and then involve people in the process of looking at those codes and deciding which one to incorporate into our code of conduct. So now weíre going to do another poll having to do with team conflict resolution and management in your team and the question here is, does your team resolve or manage conflict effectively? And again, the options are going to be strongly agree, disagree ñ Iím sorry, strongly agree, agree, disagree and strongly agree ñ disagree, Iím sorry. Letís move over to poll number three and give you a chance to vote. Okay, most people voted and about half of you agree that your team resolves or manages conflict effectively and a significant percentage of you also feel that it does not resolve or manage conflicts effectively. So clearly thereís room for improvement, as there always is. And what Iíd like to do now is to go over to the next action item and write one action item for how your team could improve its conflict resolution or conflict management skills. So go ahead and write down an idea for that right now. Okay, in addition to any ideas you might have written, I can suggest to you to read part one of another Pfeiffer book called Successful Conflict Management Tools. And there is another version which I know is available in the State Library which might also be ñ in fact, it might be on sale online through Safari, but the larger version is called the Pfeiffer Book ñ the Pfeiffer Classic Activities of Conflict Management. Again, you can read part one of the Pfeiffer Book of Successful Conflict Management Tools as a way to improve your conflict management skills in your team. Another skill thatís very important to have is knowing when to escalate issues. Knowing when to escalate issues requires that an individual know when something is within your circle of concern, something that youíre concerned about but outside your control. This is an idea we got from Stephen Covey, the author of The Seven Habits of Highly-Successful People. So the thing is if youíre working on a project and it has impacts outside your duties or responsibilities, it means not letting something drop or assuming someone above your level knows whatís going on. If I could break it down into one simple sentence, itís donít make assumptions. Now thatís how you decide when to escalate issues. But you also have to know how to escalate issues. So building on that in order to get intuitive sense of how much of an issue a decision maker needs to know, not all the detail. He or she just needs to know what decision he made and the person elevating the issue needs to be able to condense it to a short, accurate decision point that has impact statements. For example, do A and here are the pros and cons, do B and here are the pros and cons.So what Iím going to do now is go over to a poll about how good your team is at escalating issues. The question is, my team knows when to escalate issues. And again, the choices are going to be strongly agree, agree, disagree and strongly disagree. So this is poll number four and letís go ahead and vote. So the results here are similar to the last poll question and that is about half of you, almost half of you think that your team knows when to escalate issues and about a third of you donít. So thereís definitely room for improvement and weíll go back to the slide show. And hereís an action item opportunity for you. Take a moment and write one action item for how your team can better know when and how to escalate issues. So now let me make a suggestion and the suggestion is, working with your team leadership, have decision-making makers in place regarding how issues are identified when they are raised and who makes what decision when. And along with that, everybody on the team can contribute to the matrix that will help guide decision making about when to escalate issues. Okay, the next skill has to do with being respectful and what weíre going to do is take a look at the ñ quite a number of state departments have stated, you know, core values, and of those, quite a number of them also have stated values that have to do with respect. Weíre going to take a look at six of those right now. CalPERS, the Commission on Peace Officer Standards and Training, POST, the Department of Finance, Department of Public Health, Emergency Medical Services Authority and the Office of Statewide Health Planning and Development, OSHPD. So what CalPERS says about respect is that you need to be sensitive to the needs of others both within and outside the system, be courteous, considerate, responsive and professional. The commission on POST says, we provided service in a fair, friendly and respectful manner. We sincerely care about people. By respecting one another, we encourage respect for all. The Department of Finance, we recognize the validity of other points of view and treat others with civility. They also say, treat people the way you would want to be treated. Be courteous. Be respectful of other points of view and their responsibilities to carry out their duties. The Department of Public Health says, we treat all people with respect, courtesy and understanding. Emergency Medical Services Authority says, treat customers with respect and in a courteous and professional manner; contribute to a climate of trust, respect and concern. And finally, OSHPD says, respect is value that OSHPD staff use to guide their work on a daily basis. Respect has meaning for both internal and external relationships with our constituents. So now I was wanting to share with you ñ before we go to a poll on this, I was looking through those six statements for some kind of a common thread. And the common thread I saw was that several of them talked about respect is treating other people with courtesy. And itís interesting because thatís similar to the dignity clause in the State Employee Collective Bargaining Agreements that were required generally-accepted standards of human dignity and courtesy. So now weíre going to move over to the next poll and the poll has to do with your team again. My team creates an environment of respect. Answers are, strong agree, agree, disagree and strong disagree. So letís go to poll number five and let you go ahead and vote. So most of you voted and this news is very encouraging. 60% of you say that your team creates an environment of respect and 16% strongly agree. Now there is still, you know, 19% that disagree or more strongly disagree, so again, always room for improvement. So weíre going to go back down to the Power Point, action item, write one action item for how there could be increased respect in your team. And in addition to anything you might have written down, here are some suggestions. One is, you can watch the 30-minute DVD from the State Library entitled Managing from the Heart and/or you can watch the 19-minute DVD also from the State Library entitled Teamwork, Whatís Trust Got to do With It? And both of those include information about the issue of respect. Another important skill in team leadership is celebrating success. And the way you can do that is ñ celebrating success isnít just doing it once in a while. What really works is if you create a culture recognition where thatís what happens all the time. People get recognized for good things, good work they do, good things they do all the time in a cultural recognition. Then you need to determine which achievements deserve recognition. And another key point here is identifying individual preferences for recognition. Some people like to be in the limelight, other people like to be thanked more privately and there may be a whole range of ways that people prefer to be recognized and itís good to know what those are as a team leader. And then finally in the context of all that, you acknowledge employee achievements and on a frequent and regular basis. Let me give you an example of celebrating success. The company that I mentioned, one project team I was a member of, the vice-president decided that the best way to reward team membersí hard work was to give them each a gift. Unfortunately, he also decided the best way to give them that gift was to toss them to people as he entered the room. Him tossing them to people was taken as a sign of disrespect and the positive aspect of the gift was lost. So this goes back to this point of identifying individual preferences for recognition. Okay, letís move on to a poll on this subject and this has to do with how your team celebrates success. Now does your team celebrate success? Do you strongly agree, agree, disagree or strongly disagree? So weíre going to go to poll number six and let you go ahead and vote. Okay, most of you have voted and now you can see that youíre pretty much evenly divided on this one. Just slightly more than 40% say that you agree that your team celebrates success and just a little under 40% say you donít. And these ñ the strongly agree and strongly disagree numbers, even though theyíre small percentages, are also important because people have strong feelings one way or another about this issue or any other issue. So clearly in this area, celebrating team success, thereís clearly room for improvement. So weíre going to move on to the action item and ask you to write one action item for how your team could better celebrate success. Okay, let me make some suggestions about this and I want you to note that these suggestions are either free, no cost involved or very minimal cost, could be a piece of paper or something along those lines. So letís go ahead and take a look at some suggestions for creating an environment of celebrating success in your group, your team. You can create a success ceremony. When you get done with a project thatís been successful, you can celebrate it in some way. You can provide recognition certificates, give out recognition letters. You can create behind-the- scenes recognition certificates for those who are not in the limelight but were key to success. You can coordinate a thank-you call from the director. You can create a Wall of Fame to order ñ to honor high achievers and special achievements. So again, I want you to notice thereís no expense involved in these. Unlike the company I worked for that was in a position to give people gifts, the State of California is not in that position, but we certainly can do these no-cost or very, very low-cost recognitions of peoplesí success. Okay, and the last skill weíre going to be covering today has to do with ñ this sort of wraps it all up. Weíve communicated and done all those other things that had to do with communication, had to do with conflict management, escalating issues, being respectful, celebrating success. And again, the purpose of all of these is to support performance. So letís take a look at how we can go about supporting performance. Well, first of all, we need to analyze performance gaps, whatís the performance thatís needed, whatís the level of performance thatís currently in existence and whatís the gap between those two. Based on that, we can start the plan for improvements. We can develop solutions to close those gaps. And very important, we need to partner with employees. Employees need to be involved in the process of analyzing and planning for developing solutions and working to close the gaps by implementing the solution. Then you need to monitor the change. Are we moving in the direction of closing that gap or are we not, and finally, evaluating the results. And again, I want to give you an example from the company I mentioned. So when my company implemented the code of conduct that I told you about that we were writing, we then had to audit each division to determine the gap between the code and current practice. We then developed plans for improvement and worked with management teams, supervisors to employees to implement the changes. And then finally, once implementation was complete, we audited again to determine whether all divisions were complying with the code. And Iím happy to report that we ultimately were able to certify or have all the divisions certified as complying with the code of conduct. So letís go ahead and take a look at your team and ask the question, is your team a high-performance team? Again, the possible answers are strongly agree, agree, disagree and strongly disagree. So weíll go to poll number seven and let you vote. So most of you voted and the results are encouraging. More than half of you agree that your team is a high-performance team, but then there are, you know, a quarter of you who donít and then the other small percentages strongly agree and disagree. So letís go ahead and take a look at how we could improve in that area with an action item. So Iíd you now to write one action item for how your team could improve its performance. And again, this can be your ideas. I have a suggestion and that is you can read a book entitled A Managerís Guide to Improving Workplace Performance. Now, in relation to team leadership, there are a number of questions that commonly come up. And weíre going to move over to some of those questions. Some questions include things like, how could I rebuild my demoralized team? I want the team to like me, but I have to change how we do things. How do I implement change and build the team? So hereís some answers to those questions. First of all, itís very important for the team to use interpersonal skills and that includes things like encouraging collaboration, fostering smooth team interactions, working through conflicts as we mentioned before. Another way that a team leader can help to resolve questions like these is by influence. That includes things like encouraging responsibility and accountability and placing decision-making authority with the team. And then finally administrative skills and that includes things like coordinating activities between teams, implementing process improvements in handling scheduling requirements. So those are some of the things that team leaders can do to try to improve ñ in other words, if you look at those questions on the left-hand side, these are some of the answers to those questions on the right-hand side. Now letís go on to another question thatís commonly asked, and what do you do with a poor performer when the whole team suffers? And hereís some answers to that question. You need to discuss with that employee things the employee has done well, things the employee needs to improve. You need to communicate the impact of that employeeís performance on the team, talk about progress that employeeís made on previously-set goals and also goals toward which the employee might work. And then finally, and this is very important, ëcause itís not just the employee whoís making things happen the way theyíre happening but also the supervisor, so you need to talk about things the supervisor does that helps the employeeís work and also things the supervisor does that might hinder that work. Okay, let me have the last two questions weíre going to take a look at and those are, how do you partner with someone whoís filing grievances against you and how you build team trust when the agency culture isnít trusting? And hereís some answers. Actually, this sort of reminds me of the thing about everything I need to learn I learned in kindergarten. Keep your word. Share information. Keep confidences. Walk the talk. Give and receive feedback. Tell the truth. Admit mistakes. Forgive mistakes and be fair. Okay, weíre coming toward the end of our content and going to do a little summary here. So remember those key behaviors, set structure activities, promote cooperation and participation and to do those you need a whole range of skills that has to do with communication. Remember those were: knowing when to escalate issues, managing conflict, being respectful, et cetera, and finally, the purpose of all of this is to support performance. So now I have a call to action for you. I want you to take a look at that piece of paper youíve been writing on and take those six action items and start to implement them this week. Maybe you canít do them all this week, but maybe you can do one or two, maybe you can do a little bit of a few of them, but take those action items and start to implement them this week. And before we wrap up, I do want to go back and just remind you about the Team Leadership Competency Development Guide because in relation to those action items you can see ñ for example, hereís an example of some things that people can do. At the next team meeting, Iíll ask for ideas about how to improve whatever it is they need to improve, Iíll generate ground rules for future team meetings, Iíll ask people for effectiveness ñ for feedback on my effectiveness as the team leader and/or I will ñ you know, I will read some of the material and look at some of the videos we talked about. Now, Iím not sure that you were able to see that, so Iíll just put it back, Iíll make sure that you could see that on the desktop. And again, these are the things I was talking about, these are examples of things you can do to improve your team leadership. And again, all those other resources that were there like the journals and books at the State Library, including podcast courses, this webinar will be posted soon on this site and the other resources I mentioned.>>JOAN STROHAUER: Hey, John, this is Joan. We have some question a question here. If others have questions, we encourage you to send them in and in case there is any issues with Performance Management, we also have Jodi Traversaro available. But, John, the first question is, what if you have a hostile teammate and you are not a supervisor?>>JOHN GOLDBERG: Well, I would go back ñ well, actually Iíll scroll back up again. Iíll go back with ñ the only thing you can do, first of all, is to control your own behavior, right? You can certainly ask the supervisor or the team leader for help, of course, have to go back one by one. But I would say that some of these things right here that I said about if somebodyís filing grievances against you or thereís an untrusting environment, you know, those are issues that affect supervisors, but they also affect team members. So I would say, you know, make sure that your behavior is appropriate, youíre being respectful such as keeping your word, telling the truth, admitting mistakes, being fair, and if that doesnít work, then itís clearly you need to talk with your team leader and say, you know, how can we ñ what can we do? You know, Iíve tried to do my part, but what is it that we can do to try to reduce the hostility in this situation?>>JOAN STROHAUER: Okay, we have another question. What if your department does not have team meetings?>>JOHN GOLDBERG: Well, you know, I have an interesting example about that. The example was in the company that I mentioned. Actually the executive team never met because a member of the executive team, one of the vice-presidents in the company, was a personal friend of the owner and he didnít think he needed to report to the CEO. So whenever the CEO would try to hold a meeting, he would never participate. What the CEO did actually was to use this corporate social responsibility initiative as a way to involve the executive team in something that didnít directly affect the operation of the company and then from there he piggy-backed it into starting to have operational meetings with the entire executive team. So what I would suggest is look for ways to start getting people together. It could be some kind of a social event, a potluck or something like that, take people on a walk at lunchtime and then maybe you could use that as a springboard for setting up meetings. Another possibility would just be to start talking to people and say, you know, I think thereís some issues that might be useful for us to talk about, what do you think about getting together for a meeting and promote it that way. Now that would be, you know, if youíre a team member. Clearly a team leader can ñ team leader can call a meeting and say, hey, we need to meet, talk about these things and letís go ahead and do it.>>JODI TRAVERSARO: Joan and John, this is Jodi.>>JOAN STROHAUER: Hi, Jodi.>>JOHN GOLDBERG: Hi, Jodi.>>JODI TRAVERSARO: Hi. I would like to add, if you donít mind, one was somebody mentioned, you know, what do you do if you have a hostile ñ yeah, I think it was a team member. And just ñ just a quick comment. I mean, itís on one end, the State really values passion toward the job. And at the same time, though, when people are passionate, sometimes that emotion can get in the way of, you know, team building and team leadership. So whatís most important is the word hostile does have a couple meanings. And, of course, if we have a hostile work situation, thereís a whole separate checklist of what leaders should do to address a hostile work situation. So discounting that itís actually a hostile work situation or potential violent situation, whatís really important for our leader is to explore what is causing, you know, the strong emotion from their employee. And if thereís something thatís upsetting the employee or something thatís upsetting the team, by exploring the intense ñ the assumptions, you know, and kind of what someoneís perspective is, you may find a solution that may take some time and exploration, but whatís wonderful is by really gathering the different perspectives of each team member, which, of course, we really value diverse perspectives, you may find a better solution that meets everybodyís needs and reduces that hostile emotion. So I just wanted to reiterate that, you know, all perspectives are valuable and by just taking a moment to understand some of the emotional reactions that occur within the team, you might be able to understand a new solution or a different approach or, you know, maybe even prevent problems over time. So that was just my contribution to that one.>>JOHN GOLDBERG: Good, Jodi. Thanks, thatís very helpful. And itís helpful to point out that hostile can mean a couple different things. Clearly, if itís a hostile work environment under the legal sense of the law ñ you know, under the legal sense, then action should be taken about that. But if by hostile means angry, then I think clearly exploring with them ñ this is the conflict management thing that we talked about earlier. Exploring with that person what issues are of concern to them and how those issues can get resolved can certainly be very helpful.>>JOAN STROHAUER: I have another question. As a staff member I have tons of ideas on how to improve the team. How can we raise these ideas to our supervisor without stepping on their toes? Well, I would say, go ahead and raise them. I wouldnít raise them all at once. I would ñ you know, and one other way to ñ so to even the situation would be to ask permission. Hey, would it be okay with you if I made a suggestion about how we can improve the team?>>JOHN GOLDBERG: And if they say yes, then you have an open door to do that. I would start with one, one thatís, you know, reasonably neutral in terms of emotional content and then see how that goes. If that goes well, then you could move into some other suggestions.>>JODI TRAVERSARO: Yes, if I can comment also, I think whatís exciting about ñ first of all, I applaud employees that have ideas on how to build the team. Thatís fantastic. So ñ so how do we use these team skills, you know, to encourage a stronger team? Well, first, whenever ñ I prefer when somebody comes to me with an idea that they actually have an action plan, that they actually have ideas on how to implement their suggestions. At the same time, sometimes a strategy can be, you know, that maybe the leader should be implementing these suggestions, so the suggestion and action, you know, from the ñ from the suggester might mean that my job is to take that and implement it as the leader. And then another issue is to possibly spread those ideas and implementation of those ideas across the various team members. So remember, it is about a team approach and if we can remove ñ remove ourselves, our egos, you know, personally from ñ from implementation and actually exercising our leadership, right, sometimes we need to remove our egos and actually let the team build the team and at the same time get everybody involved in that solution. But sometimes strategically it makes sense for the leader to implement, you know, the ideas that somebody raises. So Iím thrilled that people are passionate about how to build the team, but thereís definitely a strategy in how to do it that will actually cause the results to occur that we want, if that makes sense.>>JOAN STROHAUER: Thank you so much. We have two questions that are somewhat related, so Iím going to read both of them. And for the first one is in regard to low- performance output of staff if their skills are below standard and affects the few that are very competent. This affects the competent employeesí morale. Any suggestions in raising morale? The second question, again, with the two people with feeling, you know, differently on the team is how do I get everyone on the same page when half of the team is enthusiastic and the other half of the team are tired and ready to retire? So weíve got positive and negative. And so, John, do you want to start and then Jodi chip in?>>JODI TRAVERSARO: Sure.>>JOHN GOLDBERG: Yeah, letís go ahead with the first one. Well, first of all, you mentioned that some team members were not very skilled. Certainly if they are not very skilled, then one way to improve their team and the moral is to build their skills. That could be done with training, either classroom training, online training, on-the-job training. The more-skilled members of the team can help the lesser-skilled members to improve their skills. And then, you know, in terms of morale, that would be looking at what factors are ñ you know, whoís affected by this, how theyíre affected by this, are there ways to improve morale that have ñ that might have to do with those skills being improved or it might not. And letís go into that ñ the second half to that was a little different. Could you repeat the second one again?>>JOAN STROHAUER: Sure. The second one was, how do I get everyone on the same page when half of the team is enthusiastic and other half of the team is tired and ready to retire?>>JOHN GOLDBERG: Well, I would say explore ñ in terms of the things youíre working on, if you have a plan, a set of goals for your work, talk with team members about what is it about that plan or those set of goals thatís exciting to them. Maybe people need to change some of their tasks around. Maybe some people would be more excited about some tasks other than the ones that theyíre currently working on. So that might be a possibility as well. And how about you, Jodi, you have any thoughts about this?>>JODI TRAVERSARO: Well, John, I love ñ I love what youíre touching on. You know, one is peer-to-peer coaching. You know, when youíve got people who are skilled in one area and another group that are not as skilled in that same area, pair people up and begin your peer-to-peer coaching scenario so you can actually build the team. And what youíll find, of course, is that everybody brings something to the table. So somebody may be skilled in one area and another lady skilled in another. So possibly through the peer-to-peer coaching, youíre going to find that somebody ñ that theyíre training each other in different areas. As far as, you know, the morale, like some team members are ñ have low morale and some have high morale, like you said, John, you really have to understand your team members and what motivates them. And by understand ñ and by getting to know your employees and the people you lead, you know what motivates them, what makes them happy and possibly weaving in, you know, some of those passions in to work assignments can help build the team and reinvigorate or reenergize, you know, our people. And, you know, as Joan Strohauer has taught me on numerous occasions, you can actually build an energizer into your team meetings. So itís not just your routine or your day-to-day in and day-out process. So the leader and all team members have a real responsibility in bringing with them to work, you know, a positive attitude, you know, and trying to help one another succeed. So ñ but recognizing itís no easy task during tough economic times, weíre all impacted by some of the stuff going on. But if we can try and be optimistic and, you know, partner with one another and, you know, with a common goal so that, you know, like you said, John, early on, you know, you set the team goals and expectations and get everyone behind it and then youíre building your team. So thank you.>>JOAN STROHAUER: Hey, another question. How do you handle a manager who is creating a hostile environment, talking down, doesnít foster communication, stonewalls degrading and another one, very similar says or demoralizing decisions?>>JODI TRAVERSARO: Iíd like to handle that, John, if thatís okay. You know, first of all, I think all humans are guilty of making mistakes and I love that you added, John, that, you know, forgiveness. There are times when Iím stressed and I, you know, I might say something or even type something on an email that can be almost demoralizing, but, of course, thatís not my intent as a team leader. So what I would hope as far as ethical communication is that whoever Iíve upset will come to me and say, you know, when you did this, this is how I felt. And by having that private conversation with the person, you know, that ñ and I would recommend that if somebody is thinking or feeling demoralized by somebodyís behavior in the workplace that there – that ethical communication occurs, that you sit down with them and say youíve done this and this is the impact on me and this is how I feel. Of course, youíve got to use key examples to that. And hopefully you can agree on a mode of communication or try and explore what the intent was or if there was a mistake. Or maybe there was just a misperception as, you know, emails can do that. So the first thing is communication. You know, explore, you know, communicate how that felt and hopefully you can impact change. Of course, all employees have rights as well and I would encourage all leaders to really understand the bargaining units that ñ you know, that apply to their employees. And thereís something called a dignity clause that is often cited, you know, if youíre at DPA. So thereís a ñ itís really important that everybody have a code of conduct. I think, John, I heard you mention that earlier. A code of conduct at the workplace is about respect, communication and understanding that weíre all human, so letís, you know, work together. And weíre not perfect, but we should have a code of conduct in the workplace thatís builds the team.>>JOAN STROHAUER: Okay, another question is, how do you handle someone who gossips?>>JOHN GOLDBERG: Well, gossip, of course, is relate ñ is also related to rumor control and so whatever you want to do ñ what you want to do when thereís a rumor is you want to find out ñ you want to track it back to the source and you want to find out is it true, it is not true, where theyíre coming and the same with gossip. You might need to talk to the person about saying youíre ñ youíre ñ Iíve been hearing these things, you know, ask people where theyíre coming from and seem to be coming from you and I just want to, you know, check in with you and see, you know, whatís going on with that. Is this ñ you know, is there something that youíre trying to communicate that we need to understand or whatís going on with this behavior.>>JODI TRAVERSARO: You know, and also times, you know, Joan and John, I ñ I honestly, while we were sitting here I Googled, you know, how do you handle gossip? You know, and thereís just a ton of resources and ideas on how to handle that in the workplace, but itís a thought.>>JOAN STROHAUER: Okay, hereís a wonderful question. How do you measure success?>>JOHN GOLDBERG: Well, you measure success against your goals. The team and set goals and hopefully measureable objectives and then you go back to those goals and objectives and say, okay, itís the end of the process, have we done what we set out to do?>>JODI TRAVERSARO: I love that question, John. And, Joan, you know, wouldnít it be nice if the team set their measures of success. So in a meeting they say, okay, letís ñ what does success look like for our team? And together they build those indicators that would indicate, you know, that that was successful. What a fun project that would be for a team.>>JOHN GOLDBERG: Absolutely.>>JOAN STROHAUER: Now we have a wonderful comment here and this is a call to attendees from ñ this is from their webinar who ñ theyíre saying two people who are in management positions, theyíd like to make this statement to managers. Staff would appreciate recognition as small and free as the email to higher management recognizing hard work. So thank you to the person who sent in their thought.>>JODI TRAVERSARO: Excellent thought. And, Joan, did you tell them what youíre about to release?>>JOAN STROHAUER: No, Iíll let you share that.>>JODI TRAVERSARO: Soon, by the way, Joan Strohauer and a multitude of collaborators will be releasing a resource on how to ñ how to give recognition to employees, so some of the context John presented on action items will be released in a full-formatted ideas on recognition. So ñ in fact, if anybody would like a copy of what weíre going to release before that, send us an email, weíd be happy to share it. And just put in your subject, Recognition.That sounds like a great resource. I see that weíre getting to the end of our time, so this is John Goldberg with the Leading Effective Teams webinar and I want to say, thank you very much to all of you for your participation. And, Joan, you have ñ>>JOAN STROHAUER: And Iíd like ñ Yes, Iíd like to say that someone thanked John, Jodi and me for the presentation, so thank you very much. And just a couple of other things: If we didnít get to all the questions, would you please email them to either John Goldberg or myself, or Jodi, which whoever, if you know, whoever you know or itís also on the website. And the other thing I want you to know is we want to thank you so much for attending and we want to thank John for sharing his wonderful experience with us today. And the webinar is now over.